EasyJet 2014 Annual Report Download - page 40

Corporate responsibility continued
Protecting customers and our people
easyJet’s security team works to reduce vulnerability
to security-related risks. The team co-operates closely
with government and regulatory agencies throughout
the network, to ensure strict compliance with security
regulations. Security risk assessments are conducted for
each airport and country to which easyJet flies. The highest
standards of vigilance are maintained regarding the current
geopolitical situation within those countries to inform these
assessments. easyJet implements measures to protect the
Company from corporate and aviation security risks,
ensuring internal governance of business-sensitive and
personal data, vetting our people and asset protection.
Security awareness is driven through the business to
ensure the security team is able to deliver an effective
and efficient support service to easyJet’s people.
CULTURE, PEOPLE AND PLATFORM
Culture, people and platform is one of our key
strategic drivers. Our people are the key to our
ability to make travel easy and affordable and meet
our ambition of being Europe’s preferred short-haul
airline. Our focus is to attract and retain the right
people at every level of our organisation and to keep
them engaged so that we can deliver our business
goals and our customer promises.
PREVENTING INADVERTENT
SLIDE DEPLOYMENT
As part of our drive to improve safety performance we
recently sought to tackle the problem of inadvertent
slide deployment. Although these incidents are very
infrequent (less than eight per year prior to the
introduction of this initiative), they present a risk to
nearby ground crew and, with the right approach,
can be avoided.
Using a human factors intervention programme,
developed in conjunction with Cranfield University,
we undertook a detailed review of the processes
and procedures concerned with the arming and
disarming of the aircraft. The findings have led to
the introduction of new operating procedures which
include additional checks on approach to landing
supported by revised cabin crew training.
Since the introduction of the new procedures there
have been no inadvertent slide deployments. The last
reported incident occurred on 31 August 2013.
We have a three-part people strategy to help us
deliver this:
2. ON BOARD
Is about living the values, wanting to be part of
the Company’s success and knowing the part
they play in delivering this.
3. ABLE TO FLY
Means promoting a high-performance culture
where success and continuous improvement are
expected, managed and rewarded and people
achieve their potential.
1. AT THE GATE
Means ensuring that we have the right people,
in the right job, at the right time, equipped to
succeed and supported by processes that work.
At the gate – ensuring we have the right people
The significant growth of the airline has meant it has
been crucial to recruit high numbers of crew across Europe.
Through our high-volume recruitment programme we
have successfully maintained optimum employee levels
and recruited over 250 pilots and 1,200 cabin crew during
the year.
In addition, we have recruited 358 specialised roles within
our management and administration teams to support
the growth of the business. In line with our retention and
development goals, 42% of these were recruited internally
or resulted from internal promotions, compared to 38% last
year. As at 30 September 2014 easyJet employed 9,649
(2013: 8,945) people across Europe.
Our effective recruitment processes are supported by
continued high retention rates. In the year ended 30
September 2014, employee turnover was 6.7%, reflecting our
ongoing commitment to growing and developing our people.
38 easyJet plc Annual report and accounts 2014